1. Transactional, Charismatic
and Transformational
Leadership.
What leaders do.

2. Charisma
The quality of a leader that makes many
people want to follow.

3. Charismatic leadership involves the
use of power

4. Power
 The ability to influence people to do things.
 Five types of power
 Coercive – based on punishment
 Reward – Based on rewards
 Legitimate –Based on a role
 Expert – Based on needed knowledge
 Referent – based on charisma

5. Halpert’s dimensions
 Charisma combines power with task
orientation
 Referent Power
 Expert Power
 Job or task involvement

6. Use of power by leaders
 Socialized Charisma
 Power for social good
 Personalized charisma
 Power for personal benefit
 Office holder Charisma
 Combines legitimate power with task needs
 Personal charisma
 Use referent power to lead

7. Leadership from a systemic and
sociological perspective
Leaders
Followers Context
Relationships

8. Leadership from a systemic and
sociological perspective
 Leaders and followers
form a social system of
relationships Leaders
Leaders Followers
Followers
 Interact within a context
Context

9. Charismatic Leadership
 Combines what the leader does
(behavior) with what the leader is
(characteristics)
 Focus on the relationship between
the leader and the followers.

10. Charismatic Leadership
Characteristics
 Charismatic leaders high in
 Dominance
 Self confidence
 Need for influence
 Belief in own values

11. Charismatic Leadership Behaviors
 Goal Articulation
 A transcendent goal inspires a movement - I have a dream
 Personal Image Building
 Behaviors that create impression of competence/success
 Prove his competence to the followers
 Leader role modeling of value system
 Gandhi models self sacrificing behavior of non violence
 Leader motive arousal behavior
 Message inspires needs in the followers that are needed to
complete the task. (message of love=needs for
affiliation=required for bringing together
Hindu/Moslems/Christians)
 Leader communication of high performance expectations of,
and confidence in, followers

12. Follower Behaviors
 Characteristics and behaviors of the
charismatic leader encourage behaviors in
the followers
 Trust, loyalty, unquestioning acceptance,
obedience to the leader
 Emulation of leader’s value system
 Acceptance by followers of challenging goals
 Enhanced self esteem and performance
expectations by the followers

13. The Result
 Effective follower performance if the behavior
is appropriate to the task being accomplished

14. Charismatic Leadership Model
Robert House
Leader
Characteristics
Dominance
Self Conf idence
Need f or
inf luence
Belief in v alues
High Expectations
Personal Image Role model of
Goal Articulation Motiv e arousal of and conf idence
Building v alue sy stem
in f ollowers
Leader Behav iors
Fav orable
perception of the
leader
Arousal of
Enhanced self
Trust, loy alty , Emulation of the f ollower needs
esteem and
acceptance and leader's v alue and acceptance
perf ormance
obedience sy stem of challenging
expectations
goals
Follower Behav iors
Ef f ectiv e f ollower
perf ormance

15. Leader-Follower
Relationships
Transactional Leadership

16. Transactional Leadership
 Classical management
 Focus on the leader and the follower
 Transaction
 Work for pay
 Work for psychological benefits (status,
recognition or esteem)
 Requires appropriate role behavior
 Requires clear goals and appropriate
instructions
 Transactional leadership focuses on the task.

17. Transactional Leadership
 Puts leaders and followers on opposite sides.
 Ebb and flow of power and reward depending
on follower performance.
 High task performance=power and rewards to
the follower.
 Low task performance=Leader exercises
legitimate and coercive power.
 Promotes “game-playing”

18. Transactional Leadership
A demonstration

19. Transformational Leadership

20. Transformational leadership
 Transforms the
environment and the
people in it
 Focuses on building an
appropriate context and
on enhancing the Leader
Leader Follower
Follower
relationships of people
within the system
The environment

21. Transforming the culture
 People can be trusted
 Everyone has a contribution to make
 Complex problems should be handled at the
lowest level
 Norms are flexable adapting to changing
environment
 Superiors are coaches, mentors, models

22. Transforming the leader’s behavior
 Identifying and articulating a vision‑Behavior on the part of the
leader aimed at identifying new opportunities for his or her
unit/division/company, and developing, articulating, and inspiring others
with his or her vision of the future.
 Providing an appropriate model‑Behavior on the part of the leader
that sets an example for employees to follow that is consistent with the
values the leader espouses.
 Fostering the acceptance of group goals‑Behavior on the part of the
leader aimed at promoting cooperation among employees and getting
them to work together toward a common goal.

23. Transforming the leader’s behavior
 High performance expectations‑Behavior that demonstrates the
leader's expectations for excellence, quality, and/or high performance
on the part of followers.
 Providing individualized support‑Behavior on the part of the leader
that indicates that he/she respects followers and is concerned about
their personal feelings and needs.
 Intellectual stimulation‑Behavior on the part of the leader that
challenges followers to re‑examine some of their assumptions about
their work and rethink how it can be performed.

24. What is your leadership style-
Transactional or transformational?